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1、1,INTRODUCTION TO PROJECT MANAGEMENT FRAMEWORK,Prepared&presented by:Yamama Kenawy,PMPNovember 2006,2,Definition Of A Project,A Project is a temporarily endeavor undertaken to produce a unique product or service.Temporarily:the project has a defined start date&end date.Temporarily team Temporarily o
2、pportunity or necessityUsually the end result whether product or service is durable¬ temporarilyThe project ceases at some point usually when the objectives are met or terminated when it cannot be met.,3,Unique:Every project is different although there are some common featuresThe characteristic o
3、f the product or service is progressively elaboratedProgressively:proceeding in steps;continuing steadily by increments.Elaborated:worked out with care developed thoroughly.,Definition Of A Project(Contd),4,Projects vs Operations,Similarities between Projects and OperationsBoth performed by people(e
4、ven 1 person).Both are constrained by resources.Both are planned,executed and controlled.Both are done for a purpose and have interrelated activities Differences between Projects and OperationsOperations are on going and repetitive.Projects are temporary endeavor undertaken to create uniqueproducts
5、or services that are progressively elaborated.,5,What is Project Management?,The application of knowledge,skills,tools,and techniques to project activities in order to meet stakeholder needs and expectations.Managing a project includes:Identifying requirementsEstablishing clear and achievable object
6、ives Balancing the competing demands for quality,Scope,Time and CostAdapting the specifications,plans and approach to the different concerns of the stakeholders.,6,Understanding Project Management,“The art of effectively directing and coordinating human and non-human resources throughout the life of
7、 a project by using modern management techniques to achieve predetermined objectives of scope,cost,time,quality and customer satisfaction.”Do itDo it rightDo it right nowManaging by projects:treats many ongoing operations as projects to apply project management methodology,7,Projects and Strategic P
8、lanning,Projects are often utilized as a means of achieving an organizations strategic plan.Projects are typically authorized as a result of one or more of the following strategic considerations:A market demandAn organizational needA customer requestA technological advanceA legal requirement,8,Areas
9、 of Expertise,9,Application Area Knowledge,Standards and Regulations:A STANDARD is a“document approved by a recognized body,that provides,for common and repeated use,rules,guidelines,or characteristics for products,processes or services with which compliance is not mandatory.“There are numerous stan
10、dards in use covering everything from thermal stability of hydraulic fluids to the size of computer diskettes”.A REGULATION is a“government-imposed requirement,which specify product,process or service characteristics,including the applicable administrative provisions,with which compliance is mandato
11、ry.”Building codes are an example of regulations.,10,Application Area Knowledge,Functional departments and supporting disciplines:LegalmarketingLogistics HR&personnelTechnical elements:software development or engineeringPre-sales,Post-salesManagement specializations:government contracting community
12、developmentnew product developmentIndustry groups:Automotive,TelecommunicationBanking&financial services.,11,Understanding the Project Environment,Cultural and Social EnvironmentEvery project must operate within a context of one or more cultural norms.This includes political,economic,demographic,edu
13、cational,ethical,religious,and other areas of practice,belief,and attitudes that affect the way people and organizations interact.International and Political EnvironmentThe project management team need to be familiar with applicable international and local laws as well as political climate.They must
14、 also consider the effect of time zone difference,national and regional holidays,travel requirements for face-to-face meetings,the logistics of teleconferencing,and often volatile political differences.Physical EnvironmentSome Team members should be knowledgeable about physical geography,12,Why Proj
15、ect Management is Needed?,Ensures that policies,procedures and controls are reviewed and improved Ensures project stakeholders awareness for its scope of work Ensures involved parties commitmentOptimizes personnel effectiveness Identification of functional responsibilities to ensure that all activit
16、ies are accounted for Minimize continuous reportingMeasure accomplishment against plansImprove estimating capabilities for future planningEnhances the product or service quality.Minimize the cost of the project implementation.Reduces unplanned hours for project completion.Minimizes disruption of bus
17、iness operations.Early identification of problems so that corrective action may follow Knowing when objectives cannot be met or will be exceeded.,13,Project Managers Skills,General Management Skills:Finance and accounting,sales and marketing,research and development,manufacturing and distribution.St
18、rategic planning,tactical planning,and operational planning.Organizational structures,organizational behavior,personnel administration,compensation,benefits,and career paths.Managing work relationships through motivation,delegation,supervision,team building,conflict management,and other techniques.M
19、anaging oneself through personal time management,stress management,and other techniques.There are management skills relevant to one industry but not the other.,14,Leading:Developing a vision and strategy,and motivating people to achieve it,leading involves:Establishing directiondeveloping both a vis
20、ion of the future and strategies for producing the changes needed to achieve that vision.Aligning peoplecommunicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision.Motivating and inspiringhelping people energize themselves to overcome political,bure
21、aucratic,and resource barriers to change.Effective communication:The exchange of information,Interpersonal Skills,15,Negotiation mediation and arbitration are two types of assisted negotiation.project staff are likely to negotiate for any or all of the following:Scope,cost,and schedule objectives.Ch
22、anges to scope,cost,or schedule.Contract terms and conditions.Assignments.Resources.,Interpersonal Skills(contd),16,Problem solving:involves a combination of problem definition and decision making.It is concerned with problems that have already occurred(as opposed to risk management that addresses p
23、otential problems).Problem Solving:Problem definition requires distinguishing between causes and symptoms.Decision making:includes analyzing the problem to identify viable solutions,and then making a choice from among them.Decisions also have a time element to themthe“right”decision may not be the“b
24、est”decision if it is made too early or too late.,Interpersonal Skills(contd),17,Influencing the Organization:it involves the ability to“get things done.”It requires an understanding of both the formal and informal structures of all the organizations involvedthe performing organization,the customer,
25、contractors,and numerous others as appropriate.Influencing the organization also requires an understanding of the mechanics of power and politics.Motivation:Energizing people to achieve high levels of performance and to overcome barriers to change,Interpersonal Skills(Contd),18,Project Management Co
26、ntext,Sub-projects:Components of a project that are often contracted outProgram:Consists of a group of projects supporting broad and general goals managed in a coordinated wayPortfolio:is a collection of projects or programs and other work that are grouped together to facilitate effective management
27、 of that work to meet strategic business objectives.The projects or programs in the portfolio may not necessarily be interdependent or directly related.Funding and support can be assigned on the basis of risk/reward categories,specific lines of business,or general types of projects,such as infrastru
28、cture and internal process improvement.PMBOK 2004,19,What is the PMO,The Project Management Office(PMO)is an organizational structure that supports the Project Managers mainly in three ways:Back office for the project managers Administration&coordination of all resources across the projectsCentral o
29、ffice for operation and management of project tools,such as project management SWAll Project Administrators are under the management of the PMOAll project documentation are administered&filed by the PMOCentral coordination of communication management across projectsEnsuring that all work performed i
30、s both authorized&funded by contractual documentation.,20,What is the PMO(contd),Mentoring&Controlling platform for the Project ManagersIdentification&development of project management methodology,best practices,standards,policies,procedures,templates Centralized repository for both shared and uniqu
31、e risks for all projects Identification&development of lesson learned databaseCentral monitoring of all project timelines,budgets&risksCoordination of overall project quality standards between the project manager&any internal or external quality personnelAct as Program ManagerManages major program s
32、cope changesoptimizes the use of shared organizational resources across all projects.manages overall risk,overall opportunity,and the interdependencies among projects.provides consolidated reporting and an enterprise view of projects,21,Definitions of Project Management Maturity&Excellence,Maturity
33、in project Management is the implementation of a standard methodology&accompanying processes such that there exists a high likelihood of repeated successes.Organizations excellent in project management are those that create the environment in which there exists a continuous stream of successfully ma
34、naged projects&where success is measured by what is in the best interest of both the company&the project.,22,Question 1,Four project managers are having lunch together and discussing their projects.Most of the time they are just complaining about how hard projects are to manager in their company.Oth
35、ers talk about how hart it is to get people to cooperate and perform.One project manager wants to focus on the advantages of the matrix type organization they all work in for their projects.Which of the following would he mention?Improved project manager control over resourcesMore than once boss for
36、 project teamsCommunications are easierReporting is easier,23,Answer A,Remember that if the question doesnt state what it is comparing to,it is comparing to a functional organization.,24,Question 2,Two project managers have just realized that they are in a weak matrix organization and that their pow
37、er as project managers is quite limited.One figures out that he is really a project expediter and the other realizes he is really a project coordinator.How is a project expediter different from a project coordinator?The project expediter cannot make decisions.The project expediter can make more deci
38、sions.The project expediter reports to a higher-level manager.The project expediter has some authority.,25,Answer A,The project coordinator reports to a higher-level manager and has authority to make some decisions.The project expediter has no authority to make decisions,26,Question 3,In a projectiz
39、ed organization the project team:Reports to many bosses.Has no loyalty to the project.Reports to the functional manager.Will not always have a“home.”,27,Answer D,The main drawback of the projectized organization is that at the end of the project,the team is dispersed but they do not have a functiona
40、l department(home)to which to return.,28,Question 4,A project manager is trying to complete a software development project,but cannot get enough attention for the project.Resources are focused on completing process-related work and the project manager has little authority to properly assign resource
41、s.What form of organization must the project manager be working in?FunctionalMatrixExpediterCoordinator,29,Answer A,In a functional organization,the project manager has the least support for the project and has little authority to assign resources.Choices C and D are forms of weak matrix.,30,Questio
42、n 5,A project manager has very little project experience,but he has been assigned as the project manager of a new project.Because he will be working in a matrix organization to complete his project,he can expect communications to be:SimpleOpen ComplexHard to automate,31,Answer C,Because a project done in a matrix organization involves people from across the organization,communications are more complex.,
